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| Criterion |  Facilitation Expectation Mapping |  Operations Kaizen Event |  Operations After-Action Review |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 0.5-5 Tage | 20-45 min | 1-2 h |
Participantsdifferent | 3-12 | 4-10 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lessons learned, Action items, Event summary | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentStakeholdersTeam | LeanContinuous improvementOperations | LearningOperationsImprovement | AlignmentStakeholdersStrategyFacilitation |